Appreciative Inquiry Unlike many behavioral approaches to change, AI does not focus on changing people. Instead, it invites people to engage in building the kinds of organizations and communities in which they want to work and live. (Mohy & Watkins, p. 4) Most organizational development theories or tools begin with the assumption that once the human element is active on the board of directors, then real change can occur. Appreciative inquiry does the same, but the way the change occurs and the end result can be very different than other processes. AI assumes that current human resources are a valuable aspect in determining what change is needed and how that change should occur. Cooperrider stated that artificial intelligence is the “…cooperative search for the best in people, their organizations, and the world around them…” (1999, p. 245-261). AI doesn't focus on the problem. It focuses on the future state. The premise is that current members of the organization are responsible for “Preferred Futuring”. (Jackson, 2006, p. 155) Appreciative Inquiry (AI) was introduced in the 1980s by David Cooperrider and Suresh Srivastva. (TCFAI, 2014) Cooperrider was conducting doctoral research under Srivastva at Case Westen Reserve University, using the Cleveland Clinic Foundation as a subject. The organization impressed him with the cooperative way it worked. When the Cooperrider Clinic was asked to help renovate the hotel. Instead of changing staff or sending them for training. He sent them to a hotel that was an excellent example of the way a hotel should work. Then they had to list all the positive things they had found, only the positive ones, none of the negative ones. The staff returned full of energy and with many ideas. Thus AI was born. AI operates under the assumption that ... middle of paper ... deliberately eliminates information that could change some of our practices. Communication and education will be key to the success of this effort. This is a change, if we are not clear to students and schools about the new process we run the risk of creating confusion. We don't want to create frustration. The community may not appreciate the change. Many people are resistant to any change. “Perception is everything.” One of the founding principles of our company. We need to focus on how to improve how others "feel" about the new division. Summary We believe that by using artificial intelligence and enlisting all the institutional knowledge the University has, we can best assist in this transition. We are encouraged that the University recognizes that this type of growth requires strategic planning and is willing to commit resources to implement it the right way.